For Growth to be sustainable, companies must adapt growth strategies and imperatives.
This presentation explores the horizons of growth, the pathways available to executives in organisations and how to build resilient muscle to sustain growth.
This document discusses strategies for achieving growth through a "staircase" approach with three horizons. It provides examples of how companies like Coca Cola Amatil, Disney, and SAP implemented growth strategies. The key points are:
1. Successful companies plan both short-term tactics and long-term vision within a clear strategy, taking short-term steps to build new skills and seize opportunities.
2. They assemble "platforms" of capabilities including core competencies, growth-enabling skills, privileged assets, and special relationships.
3. Leaders must concurrently manage initiatives across three horizons - extending the core business, building emerging businesses, and creating future options - to achieve sustainable growth over 10
The document outlines the annual general meeting presentation of E.F.R Group of Companies' logistics division, Gold Shipping. The presentation covers the company's vision, mission, core values, objectives, and strategies. The objectives include gaining 30% market share by 2008. The strategies discussed focus on responding to industry trends like slowing demand and increasing competition in the mature shipping industry. The presentation also covers evaluating options like diversification, strengthening capabilities through training and cooperation, and implementing strategy using tools like PDCA, TQM, and benchmarking.
This will go into the minute details of growth and scaling, examining its unique features, advantages, and considerations.
Successful start-ups that grow and scale quickly are known as “unicorns” or “billion-dollar companies” .
From defensive to offensive growth during the pandemic generated by COVID-19Constantin Magdalina
The document discusses strategies for companies to shift from a defensive to offensive posture during the COVID-19 pandemic. It outlines that initially companies focused on mitigating risks, ensuring liquidity and stabilizing operations. However, it is now time to prepare for growth by developing new products/services, pivoting business models and investing in new technologies. Offensive companies focus on potential opportunities rather than risks alone and allocate significant budgets to technology investments. The document provides steps for companies to assess impacts, develop new strategies to beat competitors, strengthen teams and implement new value propositions to drive growth.
Kevin Chenoweth is presenting on organic and inorganic growth strategies. The presentation covers:
1. Organic growth involves extending the core business, building emerging businesses, and creating future growth options. Successful organic growth requires involvement across the company and a focus on execution.
2. Inorganic growth can provide access to new distribution channels, customers, and competencies through acquisitions. However, it also brings risks around cultural integration and management retention.
3. Both organic and inorganic growth require careful planning and the right framework. Metrics must be closely tracked for organic growth, while due diligence and governance are crucial for inorganic deals. Maintaining culture and leadership is important for long-term sustainable growth.
This document introduces entrepreneurial finance and new venture development. It discusses that entrepreneurship involves perceiving opportunities, developing strategies, implementing plans, and harvesting rewards. New ventures progress through stages of opportunity research, start-up, early growth, rapid growth, and exit. Financing needs evolve as ventures reach milestones marking their development. The business plan communicates a venture's strategic goals and assumptions to attract financing as it advances through stages of growth.
STRATEGIC MANAGEMENT
Module 3 CORPORATE LEVEL STRATEGIES
By Jayanti Pande
RTMNU Nagpur university MBA Sem 3
Free Notes By Jayanti Pande
#JRPNotes
#JayantiPandeNotes
MBA Free notes pdf download
JRP Notes pdf
Free JRP notes
This document discusses strategies for achieving growth through a "staircase" approach with three horizons. It provides examples of how companies like Coca Cola Amatil, Disney, and SAP implemented growth strategies. The key points are:
1. Successful companies plan both short-term tactics and long-term vision within a clear strategy, taking short-term steps to build new skills and seize opportunities.
2. They assemble "platforms" of capabilities including core competencies, growth-enabling skills, privileged assets, and special relationships.
3. Leaders must concurrently manage initiatives across three horizons - extending the core business, building emerging businesses, and creating future options - to achieve sustainable growth over 10
The document outlines the annual general meeting presentation of E.F.R Group of Companies' logistics division, Gold Shipping. The presentation covers the company's vision, mission, core values, objectives, and strategies. The objectives include gaining 30% market share by 2008. The strategies discussed focus on responding to industry trends like slowing demand and increasing competition in the mature shipping industry. The presentation also covers evaluating options like diversification, strengthening capabilities through training and cooperation, and implementing strategy using tools like PDCA, TQM, and benchmarking.
This will go into the minute details of growth and scaling, examining its unique features, advantages, and considerations.
Successful start-ups that grow and scale quickly are known as “unicorns” or “billion-dollar companies” .
From defensive to offensive growth during the pandemic generated by COVID-19Constantin Magdalina
The document discusses strategies for companies to shift from a defensive to offensive posture during the COVID-19 pandemic. It outlines that initially companies focused on mitigating risks, ensuring liquidity and stabilizing operations. However, it is now time to prepare for growth by developing new products/services, pivoting business models and investing in new technologies. Offensive companies focus on potential opportunities rather than risks alone and allocate significant budgets to technology investments. The document provides steps for companies to assess impacts, develop new strategies to beat competitors, strengthen teams and implement new value propositions to drive growth.
Kevin Chenoweth is presenting on organic and inorganic growth strategies. The presentation covers:
1. Organic growth involves extending the core business, building emerging businesses, and creating future growth options. Successful organic growth requires involvement across the company and a focus on execution.
2. Inorganic growth can provide access to new distribution channels, customers, and competencies through acquisitions. However, it also brings risks around cultural integration and management retention.
3. Both organic and inorganic growth require careful planning and the right framework. Metrics must be closely tracked for organic growth, while due diligence and governance are crucial for inorganic deals. Maintaining culture and leadership is important for long-term sustainable growth.
This document introduces entrepreneurial finance and new venture development. It discusses that entrepreneurship involves perceiving opportunities, developing strategies, implementing plans, and harvesting rewards. New ventures progress through stages of opportunity research, start-up, early growth, rapid growth, and exit. Financing needs evolve as ventures reach milestones marking their development. The business plan communicates a venture's strategic goals and assumptions to attract financing as it advances through stages of growth.
STRATEGIC MANAGEMENT
Module 3 CORPORATE LEVEL STRATEGIES
By Jayanti Pande
RTMNU Nagpur university MBA Sem 3
Free Notes By Jayanti Pande
#JRPNotes
#JayantiPandeNotes
MBA Free notes pdf download
JRP Notes pdf
Free JRP notes
From defensive to offensive growth during the pandemic generated by COVID-19Elena Badea
Mitigating the highest risks is crucial from an operational point of view as well as from a cash flow point of view. This is a continuous effort. Short-term liquidity and solvency actions are essential.
Strategies for weak & crisis ridden businessesApoorwaJaiswal
A firm in an also-ran or declining competitive position has four basic strategic options:
a. Offensive turnaround strategy – If it can come up with the financial resources, it can launch an offensive turnaround strategy keyed either to low cost or new differentiation themes
b. Fortify-and-defend strategy – Using variations of its present strategy and fighting hard to keep sales, market share, profitability, and competitive position at current levels
c. Fast-exit strategy – Get out of the business either by selling out to another firm or by closing down operations if a buyer cannot be found
d. End-game or slow-exit strategy – Keeping reinvestment to a bare bones minimum and taking actions to maximize short-term cash flows in preparation for an orderly market exit
CORE CONCEPT: The strategic options for a competitively weak company include waging a modest offensive to improve its position, defending its present position, being acquired by another company, or employing an end-game strategy.
ConfluCore Competency Brief - January 2017Usman A. Ghani
ConfluentCore is a management consulting and executive training firm that helps organizations improve performance through a holistic approach. They assess how different business functions interconnect and advise clients on optimizing these dynamics. ConfluentCore conducts in-depth analyses of clients' situations, develops strategies through simulations, and provides training to ensure knowledge retention. Their goal is to help clients gain competitive advantages and maximize returns through understanding and managing the confluence of their key business elements.
Corporate level strategies are the highest level of strategic planning within an organization. These strategies focus on the overall direction and scope of the entire organization, addressing questions like which industries to compete in, how to allocate resources, and how to achieve synergy among various business units. The Portfolio Approach, Core Competence Approach, Expansion Strategy, and Retrenchment Strategy are four significant corporate-level strategies.
The document discusses various strategies for strategy formulation, including stability strategies, growth strategies, and strategic alliances. It provides details on different types of stability strategies such as maintenance of status quo. Growth strategies discussed include internal growth, concentration, mergers and acquisitions, horizontal and vertical integration, and joint ventures. Strategic alliances are defined as teaming with other companies to help perform business activities across the supply chain. The objectives, characteristics, and forms of strategic alliances are also summarized.
Long-term objectives and strategies provide direction for organizations over 2-5 years. Objectives should be measurable, realistic, and obtainable. They provide benefits like consistent decision making, performance evaluation, and resource allocation. Objectives exist at the corporate, divisional, functional, and operational levels. Financial objectives focus on growth and profits while strategic objectives compare performance to competitors. Effective strategies include market penetration, product development, and vertical integration through controlling suppliers or distributors.
Corporate level strategies by AijazAryanAijaz Aryan
The document discusses various corporate restructuring strategies including stability, expansion, retrenchment, and combination strategies. It provides examples and explanations of each type of strategy. Stability strategies involve minor changes, expansion aims for high growth, and retrenchment reduces activities. Combination strategies mix elements of the other strategies. Mergers and acquisitions are also discussed as restructuring strategies. Success depends on achieving synergies and strategic fit between the combining organizations.
The document discusses the stages of business development. There are typically five stages: 1) pre-venture or seed stage where opportunities are identified but concepts are unclear, 2) startup stage where the business is launched and initial customers are gained, 3) growth stage with expanding sales, customers, and staff, 4) maturity stage where the business model is established but further growth is unlikely, and 5) revitalization stage where changes are made to respond to new challenges or opportunities. Each stage involves different activities, with the pre-venture stage focusing on exploring ideas and developing a business plan.
August White Paper 1/2016: Find Your Center of Gravity - Four Cornerstones of...August Associates
This document discusses four cornerstones of successful strategy renewal:
1) Developing a broad external view of changes in the relevant environment and emerging opportunities and threats.
2) Taking a deep internal view to understand the company's strengths, weaknesses, and "center of gravity".
3) Making bold decisions by translating the diagnosis into clear priorities, resource allocations, and go/no-go decisions.
4) Adjusting culture and capabilities to ensure actions are coherently building on each other and the company can achieve its new strategic objectives. Developing strategic capabilities and strengthening culture requires a long-term, systematic approach.
This document discusses various grand strategies and turnaround strategies. It begins by listing group members and their grand strategy group. It then provides definitions and explanations of grand strategies, including the three main types of grand strategies - growth, stability, and retrenchment. Examples of turnaround strategies are also given, such as Dell's 2008 turnaround strategy which involved cutting costs, outsourcing manufacturing, and expanding indirect sales channels. Marketing strategies are also briefly discussed.
Organizational Fitness blends two passions of mind–leadership and fitness–and refers to the perpetual growth and productivity of a company, team, or organization based off the people that serve the company’s purpose. Having the wrong person in a critical job position is like trying to fit a square peg in a round hole–it may fit eventually, but the end result won’t be pretty.
A “fit” organization is one that is both willing and able to face new threats as they emerge based off the people that define its culture and the competencies such people have that create value for the organization.
This presentation will show you how organizational fitness can create value for businesses and help turn your business around for long-term sustainability.
Managing startup and growth requires balancing key components. The Timmons model identifies opportunity, leadership, resources, and a balanced approach as driving entrepreneurial success. Companies must choose expansion strategies like market penetration, development, product development, or diversification. Effective management of issues like personnel, customers, financing, and culture are needed for continued growth.
Consultile is a consulting and digital marketing firm that provides services to pharmaceutical companies. It aims to help clients make strategic decisions and adapt their strategies for business growth. Consultile offers management consulting, market research, marketing, and training services. Launching new drugs effectively is becoming more challenging due to factors such as fewer blockbuster drugs, more specialty launches, greater focus on value and outcomes, faster innovation cycles, and constrained resources. Consultile provides launch excellence services to help clients overcome challenges such as consistently applying a launch framework, ensuring launch teams focus on strategy, and maintaining real-time visibility of launch readiness.
Managing startup and growth is complex, requiring balancing various internal and external factors. The Timmons model identifies key components for entrepreneurial success: opportunity, leadership, resources, and a balanced approach. Companies must choose expansion strategies like market penetration, development, product development, or diversification. Effective management of issues like personnel, customers, financing, and culture are needed to ensure smooth growth. While growth provides benefits, some owners prioritize other goals and choose not to expand their businesses. Entrepreneurs must conduct business ethically considering responsibilities to stakeholders and society.
This document provides an overview of strategic management concepts including strategy, strategic management, SWOT analysis, and different types of business-level and corporate-level strategies. It discusses strategy formulation, implementation, and evaluation. Key points covered include the nature of strategic management, types of strategic alternatives like diversification, integration and concentration strategies. Frameworks for analyzing strengths, weaknesses, opportunities and threats are presented. Porter's generic strategies of cost leadership, differentiation and focus are also summarized. The document aims to help students understand the principles of strategic management and strategy planning.
Balancing efficiency and innovation is one of the key challenges that executives, strategists and portfolio managers face, especially in tough times. While these two pressures are seemingly opposing, it’s all a question of finding a sense of balance in your product and brand portfolio. In other words, how do you ensure you are reacting to shifts in customer behaviour while combining a growth and innovation mindset with efficiency or prudence?
In this short webinar, we will provide advice on navigating the dilemma of portfolio management as well as guidance on making clear choices about the brands and products you need and feed. We’ll be diving into how to optimise resources, sharpen positionings and capitalise on opportunities to ensure growth.
This document provides an overview of entrepreneurial finance and new venture development. It discusses key concepts such as the stages of new venture development, common types of entrepreneurship, and the importance of tying financing to milestones. The business plan is presented as a tool for strategic planning, capital raising, and evaluating a venture's progress towards milestones. Overall, the document emphasizes that studying entrepreneurial finance can lead to better investment and financing decisions for new ventures.
This document discusses different levels of strategy, including corporate strategy, business strategy, and functional strategy.
Corporate strategy involves top-level decisions about the overall scope and direction of a corporation. It occupies the highest decision-making level. Corporate strategies include stability, expansion, retrenchment, and combinations of those. Expansion strategies involve concentrating resources, diversifying, integrating operations, cooperating with competitors, and internationalization. Retrenchment strategies are turnaround, divestment, and liquidation.
Business strategy details how a firm provides value to customers within a specific industry. Common business strategies are cost leadership, differentiation, focused low cost, focused differentiation, and integrated low cost/differentiation.
Functional
This document discusses various grand strategies that firms can pursue, including stability strategies, growth strategies, retrenchment strategies, and combination strategies. It provides details on different types of strategies such as internal growth, concentration strategies, mergers and acquisitions, horizontal and vertical integration, joint ventures, turnaround strategies, and divestment strategies. Reasons for adopting each type of strategy and critical issues involved are also summarized.
From defensive to offensive growth during the pandemic generated by COVID-19Elena Badea
Mitigating the highest risks is crucial from an operational point of view as well as from a cash flow point of view. This is a continuous effort. Short-term liquidity and solvency actions are essential.
Strategies for weak & crisis ridden businessesApoorwaJaiswal
A firm in an also-ran or declining competitive position has four basic strategic options:
a. Offensive turnaround strategy – If it can come up with the financial resources, it can launch an offensive turnaround strategy keyed either to low cost or new differentiation themes
b. Fortify-and-defend strategy – Using variations of its present strategy and fighting hard to keep sales, market share, profitability, and competitive position at current levels
c. Fast-exit strategy – Get out of the business either by selling out to another firm or by closing down operations if a buyer cannot be found
d. End-game or slow-exit strategy – Keeping reinvestment to a bare bones minimum and taking actions to maximize short-term cash flows in preparation for an orderly market exit
CORE CONCEPT: The strategic options for a competitively weak company include waging a modest offensive to improve its position, defending its present position, being acquired by another company, or employing an end-game strategy.
ConfluCore Competency Brief - January 2017Usman A. Ghani
ConfluentCore is a management consulting and executive training firm that helps organizations improve performance through a holistic approach. They assess how different business functions interconnect and advise clients on optimizing these dynamics. ConfluentCore conducts in-depth analyses of clients' situations, develops strategies through simulations, and provides training to ensure knowledge retention. Their goal is to help clients gain competitive advantages and maximize returns through understanding and managing the confluence of their key business elements.
Corporate level strategies are the highest level of strategic planning within an organization. These strategies focus on the overall direction and scope of the entire organization, addressing questions like which industries to compete in, how to allocate resources, and how to achieve synergy among various business units. The Portfolio Approach, Core Competence Approach, Expansion Strategy, and Retrenchment Strategy are four significant corporate-level strategies.
The document discusses various strategies for strategy formulation, including stability strategies, growth strategies, and strategic alliances. It provides details on different types of stability strategies such as maintenance of status quo. Growth strategies discussed include internal growth, concentration, mergers and acquisitions, horizontal and vertical integration, and joint ventures. Strategic alliances are defined as teaming with other companies to help perform business activities across the supply chain. The objectives, characteristics, and forms of strategic alliances are also summarized.
Long-term objectives and strategies provide direction for organizations over 2-5 years. Objectives should be measurable, realistic, and obtainable. They provide benefits like consistent decision making, performance evaluation, and resource allocation. Objectives exist at the corporate, divisional, functional, and operational levels. Financial objectives focus on growth and profits while strategic objectives compare performance to competitors. Effective strategies include market penetration, product development, and vertical integration through controlling suppliers or distributors.
Corporate level strategies by AijazAryanAijaz Aryan
The document discusses various corporate restructuring strategies including stability, expansion, retrenchment, and combination strategies. It provides examples and explanations of each type of strategy. Stability strategies involve minor changes, expansion aims for high growth, and retrenchment reduces activities. Combination strategies mix elements of the other strategies. Mergers and acquisitions are also discussed as restructuring strategies. Success depends on achieving synergies and strategic fit between the combining organizations.
The document discusses the stages of business development. There are typically five stages: 1) pre-venture or seed stage where opportunities are identified but concepts are unclear, 2) startup stage where the business is launched and initial customers are gained, 3) growth stage with expanding sales, customers, and staff, 4) maturity stage where the business model is established but further growth is unlikely, and 5) revitalization stage where changes are made to respond to new challenges or opportunities. Each stage involves different activities, with the pre-venture stage focusing on exploring ideas and developing a business plan.
August White Paper 1/2016: Find Your Center of Gravity - Four Cornerstones of...August Associates
This document discusses four cornerstones of successful strategy renewal:
1) Developing a broad external view of changes in the relevant environment and emerging opportunities and threats.
2) Taking a deep internal view to understand the company's strengths, weaknesses, and "center of gravity".
3) Making bold decisions by translating the diagnosis into clear priorities, resource allocations, and go/no-go decisions.
4) Adjusting culture and capabilities to ensure actions are coherently building on each other and the company can achieve its new strategic objectives. Developing strategic capabilities and strengthening culture requires a long-term, systematic approach.
This document discusses various grand strategies and turnaround strategies. It begins by listing group members and their grand strategy group. It then provides definitions and explanations of grand strategies, including the three main types of grand strategies - growth, stability, and retrenchment. Examples of turnaround strategies are also given, such as Dell's 2008 turnaround strategy which involved cutting costs, outsourcing manufacturing, and expanding indirect sales channels. Marketing strategies are also briefly discussed.
Organizational Fitness blends two passions of mind–leadership and fitness–and refers to the perpetual growth and productivity of a company, team, or organization based off the people that serve the company’s purpose. Having the wrong person in a critical job position is like trying to fit a square peg in a round hole–it may fit eventually, but the end result won’t be pretty.
A “fit” organization is one that is both willing and able to face new threats as they emerge based off the people that define its culture and the competencies such people have that create value for the organization.
This presentation will show you how organizational fitness can create value for businesses and help turn your business around for long-term sustainability.
Managing startup and growth requires balancing key components. The Timmons model identifies opportunity, leadership, resources, and a balanced approach as driving entrepreneurial success. Companies must choose expansion strategies like market penetration, development, product development, or diversification. Effective management of issues like personnel, customers, financing, and culture are needed for continued growth.
Consultile is a consulting and digital marketing firm that provides services to pharmaceutical companies. It aims to help clients make strategic decisions and adapt their strategies for business growth. Consultile offers management consulting, market research, marketing, and training services. Launching new drugs effectively is becoming more challenging due to factors such as fewer blockbuster drugs, more specialty launches, greater focus on value and outcomes, faster innovation cycles, and constrained resources. Consultile provides launch excellence services to help clients overcome challenges such as consistently applying a launch framework, ensuring launch teams focus on strategy, and maintaining real-time visibility of launch readiness.
Managing startup and growth is complex, requiring balancing various internal and external factors. The Timmons model identifies key components for entrepreneurial success: opportunity, leadership, resources, and a balanced approach. Companies must choose expansion strategies like market penetration, development, product development, or diversification. Effective management of issues like personnel, customers, financing, and culture are needed to ensure smooth growth. While growth provides benefits, some owners prioritize other goals and choose not to expand their businesses. Entrepreneurs must conduct business ethically considering responsibilities to stakeholders and society.
This document provides an overview of strategic management concepts including strategy, strategic management, SWOT analysis, and different types of business-level and corporate-level strategies. It discusses strategy formulation, implementation, and evaluation. Key points covered include the nature of strategic management, types of strategic alternatives like diversification, integration and concentration strategies. Frameworks for analyzing strengths, weaknesses, opportunities and threats are presented. Porter's generic strategies of cost leadership, differentiation and focus are also summarized. The document aims to help students understand the principles of strategic management and strategy planning.
Balancing efficiency and innovation is one of the key challenges that executives, strategists and portfolio managers face, especially in tough times. While these two pressures are seemingly opposing, it’s all a question of finding a sense of balance in your product and brand portfolio. In other words, how do you ensure you are reacting to shifts in customer behaviour while combining a growth and innovation mindset with efficiency or prudence?
In this short webinar, we will provide advice on navigating the dilemma of portfolio management as well as guidance on making clear choices about the brands and products you need and feed. We’ll be diving into how to optimise resources, sharpen positionings and capitalise on opportunities to ensure growth.
This document provides an overview of entrepreneurial finance and new venture development. It discusses key concepts such as the stages of new venture development, common types of entrepreneurship, and the importance of tying financing to milestones. The business plan is presented as a tool for strategic planning, capital raising, and evaluating a venture's progress towards milestones. Overall, the document emphasizes that studying entrepreneurial finance can lead to better investment and financing decisions for new ventures.
This document discusses different levels of strategy, including corporate strategy, business strategy, and functional strategy.
Corporate strategy involves top-level decisions about the overall scope and direction of a corporation. It occupies the highest decision-making level. Corporate strategies include stability, expansion, retrenchment, and combinations of those. Expansion strategies involve concentrating resources, diversifying, integrating operations, cooperating with competitors, and internationalization. Retrenchment strategies are turnaround, divestment, and liquidation.
Business strategy details how a firm provides value to customers within a specific industry. Common business strategies are cost leadership, differentiation, focused low cost, focused differentiation, and integrated low cost/differentiation.
Functional
This document discusses various grand strategies that firms can pursue, including stability strategies, growth strategies, retrenchment strategies, and combination strategies. It provides details on different types of strategies such as internal growth, concentration strategies, mergers and acquisitions, horizontal and vertical integration, joint ventures, turnaround strategies, and divestment strategies. Reasons for adopting each type of strategy and critical issues involved are also summarized.
Similar to Building Sustainable Resilient Growth (20)
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New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
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While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
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We then explore how overwork relates to system stability and inventory.
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1. BUILDING MUSCLE TO POWER SUSTAINABLE
RESILIENT GROWTH
LEAD LOCAL THEN GO GLOBAL
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 1
2. THE THREE HORIZONS OF GROWTH
ASSESSING GROWTH OPPORTUNITIES WITHOUT NEGLECTING PRESENT PERFORMANCE
Horizon one represents core
businesses most readily
identified with the company
name and that provide the
greatest profits and cash flow.
The focus is to improve
performance to maximize the
remaining value.
Horizon two encompasses
emerging opportunities,
including rising entrepreneurial
ventures likely to generate
substantial profits in the future
but that could require
considerable investment.
Horizon three contains ideas for
profitable growth down the
road—for instance, small
ventures such as research
projects, pilot programs, or
minority stakes in new
businesses.
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 2
3. THE THREE HORIZONS OF GROWTH
Companies must
expand the core of the
business
• Capabilities
• Capacities
• Acquisitions
Build to a sustained
consumer focus and
commitment
Expand into
adjacencies
• Innovation
• New categories
• New geographies
They must ignite
breakout business
ideas
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 3
4. PATHWAYS TO EXTRAORDINARY GROWTH
WHAT LEADERS MUST DO
Leaders who build
sustainable growth
focus on the important
growth imperatives:
•Optimise their core business
•Develop a long-term holistic
growth blueprint
•Match funding actions to
their growth aspirations
Leaders who build
resilient growth invest
consistently in resilient
growth initiatives:
•Explore innovation and
adjacent markets
•Ignite breakthrough
business ideas
•Match funding actions to
their growth aspirations
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 4
5. IMPERATIVES FOR GROWTH
Focus on Your Core
• Grow where you know.
Focus on growing where you
have an ownership
advantage.
• Be a local hero.
Commit to winning on the
home front.
• It’s ok to shrink to grow.
Ruthlessly prune your
portfolio if you need to.
Maximise Returns Potential
• Put competitive advantage
first.
Start with a winning,
scalable formula or indicator.
Focus on getting higher
than average returns on
invested capital.
• Turbocharge your core.
Focus on growth in your
core industry – you can’t win
without it.
• Prune slow-growing parts of
your portfolio and reinvest
the proceeds into news
areas.
Look Out for Change
• Make the trend your friend.
Prioritize profitability, and fast-
growing markets.
Expand to maintain or increase
your exposure to fast-growing,
profitable segments.
• Don’t be a laggard.
It’s not enough to go with the
flow –outgrow your peers.
Build a strong module to
outgrow your industry.
• Look beyond the core.
Nurture growth in adjacent
business areas.
Grow or diversify into adjacent
industries.
Leverage Strengths to Expand
• Go global if you can beat local.
Expand internationally if you
have a transferable advantage.
• Acquire programmatically.
Combine healthy organic growth
with serial acquisitions
• Build organisational capabilities
and establish best practices into
every stages of the M&A process,
from strategy and sourcing to
due diligence and integration
planning.
Organisations that outgrow and out-earn their peers draw on some key
imperatives;
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 5
6. GROWTH TRIPLE PLAY
Develop new campaigns,
new products, and use
innovative ways to serve
consumers, and more.
The addition of granular
data and analytics can
unleash creativity more
effectively to drive deeply
personalized customer
interactions using iterative,
test-and-learn approaches.
Creativity
Our organization considers
digital innovation and
analytics as critical to build
a sustainable competitive
advantage.
Creating moments that are
meaningful for customers
requires analytical
horsepower and precision
to discover customer
intentions, interests, and
unmet needs
Analytics
Purpose linked to creativity
and analytics helps
companies recognize the
opportunities that are
going to resonate most
deeply with customers.
Understanding the power
of purpose will help you
weave it into the culture,
creating a recognizable
sense of mission for
customers, employees,
Purpose.
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 6
7. HOLISTIC GROWTH BLUE PRINT
A holistic growth
blue print consist
of three elements
A bold aspiration and an
accompanying mind set
The right enablers embedded in
the organisation and
A clear pathway in the form of a
coherent set of growth initiatives
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 7
8. BUILDING RESILIENCE MUSCLE
The new approach to resilience emphasises growth-oriented
strategies over defensive stances toward competitors.
It focuses on creating a flexible system that orients and adapts more quickly
to environmental disruptions and changes.
The resilience muscle is strengthened through three key actions: Prepare,
Perceive, and Propel.
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 8
9. PATH WAYS TO BUILDING A RESILIENCE MUSCLE
• Design flexibility: Invest to create viable alternatives, for instance, having multiple suppliers across several
geographies.
• Build Buffers: Add redundancy by increasing product safety factors or keeping higher stock levels for critical
resources.
• Strengthen Networks: Invest in building relationships and increasing the strength and breadth of networks.
Prepare
Invest ahead of large disruptions to reduce impact magnitude and speed. Done in
three ways:
• Sense early: Build a planning capability that accelerates uncertainty by creating scenarios and options and
analyse possible second-order implications, laying the basis for bold action.
Perceive
Sense early, orient and move ahead immediately after a disruption hits. Done in two
ways:
• Establish a nerve centre: Build a mechanism to ensure organizational continuity and effective response amid
extreme uncertainty, across multiple levels of governance during disruptions (e.g, Board, Executive Team,
Operations Teams)
• Accelerate and improve: Move from rapid response to strategic actions to establish a new baseline after
disruptions.
Propel
Ensure immediate response and pivot to accelerate out of disruption. Done in two
ways;
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 9
10. FACTORS DEPICTING A RESILIENCE MUSCLE
• Financial strength (cash reserves, a flexible cost base, and profitability)
• Organizational flexibility
Prepare
Two equally important dimensions of resilience are:
• Forward-looking
• Anticipating disruption rather than simply reacting
• Continuously learning and amending based on experience
Perceive
Resilience for organizations means being Resilience for organizations means being:
• Embrace digitalised business models
• Business portfolio changes
• Decisive adaptations to the business model through divestments and reinvestments
Propel
Adapting more flexibly in economic slumps and pivoting faster to meet the
resurgence in demand requires that firms;
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 10
11. FACTORS AFFECTING A RESILIENCE MUSCLE
Business, Societal and Economic Resilience are
Interlinked
Business resilience
(Purposeful Company Growth)
• Financial strength
• Operational resilience
• IT resilience and digital trust
• Organisational resilience and
leadership
• Market position and
geographic footprint
• Environmental, societal, and
regulatory alignment
Economic Resilience
(Sustainable GDP Growth)
• Monetary and fiscal policy
• Labour and financial markets
• Trade, energy and industrial
policy
• Climate change and
environmental policies
• Regulation and governmental
policies
Societal Resilience
(Inclusive growth)
• Social welfare and policies
• Education
• Healthcare
• Economic development
• Crisis response
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 11
12. CONCLUSION
For Growth to be sustainable companies must
adapt growth strategies and imperatives
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